An

Internship Report
On

“ACC CEMENT FACTORY WADI”

Submitted By

PALLAVI PATIL
(3VY24BA064)

Submitted To

VISVESVARAYA TECNOLOGICAL UNIVERSITY,

BELAGAVI
In partial fulfilment of the requirements of the award of the degree of
MASTER OF BUSINESS ADMINISTRATION
UNDER THE GUIDANCE OF
Dr. K. SHIVARAMANA GOUDA
Assistant Professor

Department of Management Studies

Centre for PG Studies
KALABURGI - 585105

DEPARTMENT OF MANAGEMENT STUDIES

VISVESVARAYA TECHNOLOGICAL UNIVERSITY
CENTRE FOR PG STUDIES
KUSNOOR ROAD, KALABURAGI – 585105,
KARNATAKA 2025-2026
 Visvesvaraya Technological University
(State University of Government of Karnataka Established as per the VTU Act, 1994)
“Jnana Sangama” Belagavi-590018, Karnataka, India
Centre for PG Studies, Kusnoor Road Kalaburagi-585105
Department of Management Studies
Dr. Satish Uplaonkar
Programme Coordinator

CERTIFICATE

This is to certify that Ms. PALLAVI PATIL bearing USN 3VY24BA064, is a Bonafide student of Master
of Business Administration of Visvesvaraya Technology University’s Centre for PG Studies, Kalaburagi
affiliated to Visvesvaraya Technological University, Belagavi. An Internship Report on “ACC CEMENT
FACTORY WADI” prepared by her under the guidance of Dr. K. SHIVARAMANA in partial fulfilment
of the requirements for the award of the degree of Master of Business Administration of Visvesvaraya
Technological University, Belagavi, Karnataka.

Signature of Internal Guide Signature of Programme Coordinator

 DECLARATION

The student of Third Semester MBA declares that the internship report on “ACC CEMENT FACTORY
WADI” is carried out by us at VTU’s CPGS Kalaburagi as a partial fulfilment of academic requirement of
MBA in under Visvesvaraya technological University. I have undergone An Internship report for a period
of four weeks. I further declare that internship study is based on the original study undertaken by me and
not being submitted for the award of any degree from any another university/institution.

SI. No. Reg No. Name of The Student Signature with date

1 3VY24BA064 PALLAVI PATIL

 ACKNOWLEDGEMENT

I am grateful to Visvesvaraya Technological University Kalaburagi, for providing an encouraging

environment during our studies.

The satisfaction and that accompany the success of any task would be incomplete without the mention of
the people who made it possible, whose constant guidance and encouragement crowned effortlessly
success.

I take immense pleasure in thanking our regional director Dr. SHUBHANGI D.C VTU’s CPGS
Kalaburagi,

I would like to thank Dr. SATISH UPLAONKAR programme coordinator department of MBA VTU’s
CPGS Kalaburagi, for his valuable guidance and encouragement without which I would not have been
able to complete this organization study.

I would like to thank and Dr. SHARNAGOUDA S BIRADAR & SANJAY PATHANSHETTY project
work coordinator department of MBA VTU’s CPGS Kalaburagi.

With deep sense of gratitude. I would like to acknowledge the help and encouragement of our internal
guide DR. K. SHIVARAMANA GOUDA, assistant professor, department of MBA VTU’s CPGS
Kalaburagi.

I extend our thanks to the entire faculty of the department of Master of Business Administration VTU’s
CPGS Kalaburagi. who have encouraged me throughout this seminar.

Last but not the least, I thank our family and friends for their invaluable help and support during the
course of this seminar.

PALLAVI PATIL
(3VYY24BA064)
 TABLE OF CONTENTS

CHAPTER CONTENTS PAGE NO.

NO.

EXECUTIVE SUMMARY

Chapter 1. INTRODUCTION TO INDURSTRY PROFILE 01-05

Chapter 2 COMPANY PROFILE 06-24

i. BACKGROUND 14-15

ii. NATURE OF BUSINESS 15

iii. VISION, MISSION AND QUALITY POLICY 16

iv. WORK FLOW MODEL 17

v. PRODUCT / SERVICES PROFILE 18

vi. OWNERSHIP PATTERN 24

vii. ACHIEVEMENT/ AWARDS 25

viii. FUTURE GROTH AND PROSPECTS 26

Chapter 3. MCKINSEY’S 7S FRAMEWORK AND PORTER’S FIVE 28-34

FORCES MODEL

Chapter 4. SWOT ANALYSIS 35-37

Chapter 5. ANALYSIS OF FINANCIAL STATEMENT 38-48

Chapter 6. LERNING EXPERIENCE 49-50

BIBLIOGRAPHY 51

ANNEXURE 52-55
 EXECUTIVE SUMMARY
This is an attempt to know how the theories can be applied to practical situations. As a
student of an MBA, it is a part of study for everyone to undergo an internship at some good
organization. As a part of the curriculum, I have undergone an internship at ACC CEMENT
FACTORY. It is more important for a PG student to know both theoretical and practical
applications in real situations.

This organization study made me know about the actual functioning and different
departments in the organization.

Goals indicate what a business unit wants to achieve; Strategy is an action plan for getting the
goals. Every business must design a strategy for achieving its goals, consisting of a marketing
strategy, a compatible technology strategy, and a sourcing strategy.

The internship study helped me to know more about the policies or products of ACC
CEMENT FACTORY, their workflow, and the ownership pattern of the company. The
organization structure involves a formal and recognized structure where every individual and
group has a definite relationship with each other.

I studied the theoretical aspects of the management principles in the classroom. However here
at ACC CEMENT FACTORY. I could learn the applications of the principles I learn how the
principles are applied and implemented in the organization. the internship is an organizational
study. It is aimed at the seeking information from a various department, its history, nature of
business vision, mission, policies, procedures, services turnover, etc

It was a great opportunity for me to go internship physically and how organization has
coordinated its departments and in providing the timely and comfortable services to public
and hands on experiences in the organization has become a value addition in my MBA
curriculum.
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CHAPTER 1

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INTRODUCTION TO INDURSTRY PROFILE

A Study on Cement Industry in India

The cement industry is one of the core industries in India and plays a crucial role in the
country’s economic growth, infrastructure development, and housing sector. Cement is a
basic building material used in construction of houses, roads, bridges, dams, airports, and
industrial structures. Due to rapid urbanization, population growth, and large-scale
government infrastructure projects, the Indian cement industry has witnessed steady growth
over the years.

India is the second-largest producer of cement in the world, after China. The industry
contributes significantly to employment generation and supports allied industries such as
power, coal, transportation, and construction.

Evolution and History of Cement Industry in India

The Indian cement industry began in 1914 with the establishment of the first cement plant at
Porbandar, Gujarat. Initially, the industry was small and depended largely on imports. After
independence, cement became a controlled industry to ensure availability at affordable prices.

Major milestones:

 1914–1947: Initial growth phase

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 1947–1982: Government regulation and price control

 1982: Partial decontrol of cement industry
 1989: Full decontrol leading to private sector participation
 Post-2000: Rapid expansion, modernization, and global investments
Deregulation encouraged capacity expansion, technology upgradation, and improved
efficiency.
Current Status of Cement Industry in India
 India has over 210 large cement plants and around 365 mini cement plants
 Installed capacity exceeds 600 million tonnes per annum (MTPA)
 Major cement-producing states:
o Andhra Pradesh
o Rajasthan
o Chhattisgarh
o Tamil Nadu
o Karnataka
o Maharashtra
o Gujarat
o Madhya Pradesh
The industry caters mainly to:
 Housing construction
 Infrastructure projects
 Industrial and commercial buildings
Types of Cement Produced in India
Indian cement industry produces a wide range of cement types to meet different construction
needs:
1. Ordinary Portland Cement (OPC)
2. Portland Pozzolana Cement (PPC)
3. Portland Slag Cement (PSC)
4. Composite Cement
5. White Cement
6. Sulphate Resistant Cement
7. Low Heat Cement
8. Rapid Hardening Cement
PPC and PSC are widely used due to cost efficiency and environmental benefits.
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Major Cement Companies in India

Some of the leading cement manufacturers in India include:
 UltraTech Cement Ltd
 ACC Limited
 Ambuja Cements Ltd
 Shree Cement Ltd
 Dalmia Bharat Ltd
 JK Cement Ltd
 Ramco Cements
 India Cements Ltd
 Birla Corporation
 Heidelberg Cement India
Many global players entered the Indian market through mergers and acquisitions, improving
technology and management practices.
Distribution and Marketing of Cement
Cement is marketed through:
 Dealers and distributors
 Direct sales to builders and contractors
 Institutional and government projects
Modes of transportation:
 Road transport
 Railways
 Coastal shipping
Brand image, dealer network, price, and quality play a major role in marketing.
Role of Government in Cement Industry
The government supports the cement industry through:
 Infrastructure development policies
 Housing schemes (PMAY)
 Smart Cities Mission
 National Infrastructure Pipeline (NIP)
Environmental regulations are enforced to reduce carbon emissions and promote green
cement production.
Employment and Economic Contribution
The cement industry:
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 Provides employment to over 1 million people directly and indirectly

 Contributes significantly to GDP
 Supports rural development near limestone mining areas
Technological Advancements
Key advancements include:
 Waste Heat Recovery Systems (WHRS)
 Use of alternative fuels
 Automation and digital monitoring
 Energy-efficient kilns
 Environment-friendly cement blends
These innovations reduce production cost and carbon footprint.
Challenges Faced by Cement Industry
Despite growth, the industry faces several challenges:
 High energy and power costs
 Rising fuel prices
 Environmental regulations
 Intense market competition
 Transportation and logistics costs
 Demand fluctuations due to economic slowdown

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CHAPTER 2

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COMPANY PROFILE
ACC Cement is leading cement manufacture in India and has been in the industry for over 88
years. the company was founded in 1936 and is headquartered in Mumbai, India ACC
Cement is a subsidiary of Lafarge Holcim, a global leader in building materials and solutions.

ACC Cement produces a wide range of cement products, including Portland cement, blended
cement, and specialty cement. The company offer a variety of cement product for different
applications such as building, construction, in infrastructure, and industrial purposes some of
the products offered by ACC Cement include ACC Gold, Concrete, ACC F2R, and ACC
Suraksha.

ACC Cement has a strong presence in the Indian market and has 17 cement plants located
across the country. The company has a, total production capacity of around 30 million tonnes
per annum. ACC Cement has a strong distribution network, with over 6,500 dealers and
retailers across India. The company also exports its products to various countries around the
world.

ACC Cement is known for its focus on sustainability and has received numerous awards for
its efforts in environmental protection and social responsibility. The company has
implemented various initiatives to reduce Carbon footprint, increase energy efficiency, and
promote sustainable development. ACC Cement is committed to innovation, quality, and
customer satisfaction, development, making it a trusted brand in the Indian cement industry.

Organization exists because of the people, the productivity of the organization depends on the
motivational level of the people, the productivity of the organisation depends on the
motivational level of employees. Organisation must continuously evaluate and appraise
employees. So that effective corrective actions, cam be taken on time performance appraisal
is used as Human Resource Development tool to motivate and energize employees.

Appraisal has organization in training strategies. It also helps in promotion, training and
transfer.

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ACC Limited is India’s foremost manufacturer of cement and ready mixed concrete with 17
modern cement factories, more than 50 ready mixed concrete plants, a vast distribution
network of over 10,000 dealers and a countrywide spread of sales offices.

The company has been a trendsetter and noted benchmark in cement and concert technology
since it was established in 1936. ACC has a unique track record of innovative research,
product development and specialized consultancy services. The name ACC is synonymous
with cement continuously explores ways to make its business more planet-friendly and his
concern is interested into all activities of the value chain from mining to sales. It has among
the lowest carbon footprints in its class. ACC had installed sophisticated pollution control
equipment as far back as 1966, long before pollution control laws came into existence. It was
among the first Indian companies to include commitment to environment protections as one
of its corporate objectives. Today each cement plant has state-of art pollution control
equipment ACC plants, mines and townships visibly demonstrate successful endeavour in
quarry rehabilitation, water management techniques and ‘greening’ activities. The company
activity promotes the use of alternative fuels and resources and offers effective solutions for
waste management including testing and co-processing.

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ACC Full form is Associated Cement Companies. ACC is one of the leading manufacturers
if ready to mix concretes and cements in India. it has a vast chain of the network throughout
the country operating with over 50000 dealer networks.

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COMPANY DETAILS

ACC Limited

Trade name ACC

Formerly The Associated Cement Companies Limited (1936–2006)

Company type Public

Traded as BSE: 500410

Industry Building materials

Founded 1 August 1936; 89 years ago

Headquarters Mumbai, Maharashtra, India

Key people Karan Adani (Chairman) Ajay Kapur (MD & CEO)

Products Cement

Revenue ₹22,834 crore (US$2.7 billion) (2025)

Operating income ₹3,024 crore (US$360 million) (2025)

Net income ₹ 2,402 crore (US$280 million) (2025)

Total assets ₹25,412 crore (US$3.0 billion) (2025)

Total equity ₹18,558 crore (US$2.2 billion) (2025)

Owner Adani Group (56.69%)

Number of employees 3,884 (2024)

Parent Adani Group

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ORGANIZATION PROFILE

Chief executive
officer

Chief executives

Directors

Heads

Chief Managers

Associate
managers

Executives

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MARKETING DEPARTMENT

PRESIDENT

GENERAL MANGER

SENIOR MANGER

SITE STAFF DEPO STAFF EXCISE STAFF

PERSONNEL DEPARTMENT

GENERAL MANAGER

WELFARE CHIEF TIME MEDICAL LAW

OFFICER SECURIT OFFICER OFFICER OFICER
Y

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FINANCE DEPARTMENT

FINANCE MANAGER

DEPUTY MANAGER DEPUTY MANAGER

ASSISTANT MANAGER ASSISTANT MANAGER ASSISTANT MANAGER

OFFICERS OFFICERS OFFICERS OFFICERS

CLERKS

Maintaining of accounts:
 Monthly closing system
 Each month P&L a/c, B/S
 1 Jan to
 31 December year or calendar year closed the accounts
 Costing system made
 All system routed costing system
 All cash books

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2.1 BACKGROUND
ACC was formed in 193 when ten existing cement companies cane together under one
umbrella in a historic merger-the country’s first notable merger at a time when the term
mergers and acquisitions was not even coined. The history of ACC spans a wide canvas
beginning with the lonely struggle of its pioneer F E Dinshaw and other Indian entrepreneurs
like him who founded the Indian cement industry. their efforts to face competition for
survival in small but aggressive market mingled with the stirring of a country’s nationalist
pride that touched all walks of life-including trade, commerce and business

The first success came in a move towards cooperation’s in the country’s young cement
industry and culminated in the historic merger of ten companies to form a cement giant. these
companies belonged to four prominent business group—tatas, khataus, killick Nixon and F E
dinshaw groups ACC was formally established on August 1,1936. Sadly, F E dinshaw, the
man recognized as the founder of ACC, died in January 1938. Just months before his dream
could be realized.

F.E. Dinshaw -the founder of ACC

ACC stands out as the most unique and successful merger in Indian history in which the
distinct identities of the constituent companies were melded into a new cohesive organization
– one that has survived and retained its position of leadership in industry. in a sense, the
formation of ACC represents a quest for the synergy of good business practices, value and
shared objectives. The use

of the plural in ACC’s full name, the associated cement companies limited, itself indicates the
company’s origins from a merger. Many years later, some stockbrokers in the country’s
leading stock exchanges still refer to this company simply as ‘The merger

Over the years, ACC realized that people are different as they are similar. Different needs,
different lives, different dreams. With its depth of knowledge and width of experience ACC,

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today, is poised to fulfil the hopes and aspirations of people across the length and breadth of
the country.

Cement is a key infrastructure industry. India is one of the top 11 producers of cement in the
world. The first cement company was established in madras 1904. However, in 1912 -13
three unit of ACC were established as Porbandar in Gujarat and other two at Kavita Madhya
Pradesh and Lakheri in Rajasthan with total installed capacity of 114,2 million tonnes.

2. 2 NATURE OF BUSINESS STUDIES

It is true that individuals seek satisfaction in their jobs in the context of job nature and work
environment by their also attach importance to opportunities for promotion that these jobs
offer. If the present job offers opportunity of promotion is lacking, it reduces satisfaction.
Determination of job satisfaction according to Abraham K Korman there are two types of
variables which determine job satisfaction of an individual there are:

1. Organization variable

2. Personal variable

1. Organization variable
1. Occupational level the higher level of the job, the greater of the satisfaction individual
this is because higher level jobs carry prestige and self-control.
2. Job content: - greater the variation in the job content and the less repetitiveness with
which the task must be performed, the greater is the satisfaction of the individual
involved.
3. Considerate leadership: - people like to be treated with consideration. Hence
considerate leadership results in higher job satisfaction than inconsiderate leadership.
4. Pay and promotional opportunities: - all other things being equal these two variables
are positively related to job satisfaction.
5. Work group: -having friendly cooperative co-workers is a modest source of job
satisfaction to individual employees. The working groups also serve as a social
support system of employees. People often used their co-worker as sounding board
for their problem of as a source comfort.

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2.3. VISION MISSION AND QUALITY POLICY

Vision:
To be one of the most respected companies in India; recognized for challenging convention
and delivering on our promises.

 Customization
 Quality consistency
 Cost competitiveness
 Employee's environment Product range.

Mission:

We shall adopt the best of practices to deliver superior value to our employees. Customer's
business association and society at large.

 Leadership
 Profitability
 Growth
 Equity
 Responsibly

Quality:

 Largest captive power plant in India cement Industry (75 MW).

 Under expansion to 125MW by Q1 2009.
 Longest kiln (96m length.6m diameter and 12000pd).
 Bulk terminal for cement dispatch.
 Largest lime stone mines in India.
 Longest loading platform (730m long).
 Sales tax exemption in NEP.

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2.4 WORKFLOW MODEL:

Cool Stock Yard

Limestone Piles [
Bauxite & Cool Gyps
Stacker, recliners]
hematite

Lime Processing Clinker

lL stone Raw mill Polycom
Cement
(vertical (Presenters, Stock
CRUSHE Kiln, coolers)
Roller mill)

Mines
Cement
Solis
CBS
continuous
Blending silo Packing
Plant

Dispatch

The raw materials needed to produce cement (calcium carbonate, silica, alumina, and on or
are generally extracted from limestone rock, chalk, shale, or clay. These raw materials are
quarry by either extraction or blasting. These naturally occurring minerals are then crushed
through a milling process.

At this stage, additional minerals are added to ensure the correct chemical composition for
making cement. These minerals can be obtained from the waste or by product of other
industries, such as paper ash. Milling produces a fine powder knows as raw meal, which is
preheated and then sent to kiln for further processing

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2.5 PRODUCTS OF ACC CEMENT

ACC MANUFACTURERS THE FOLLOWING TYPES

43 GRADE CEMENT (ACC CEMENT)
The most commonly used cement in all construction including plans and reinforced cement.
brick and stone masonry floors and plastering it is also used in the finishing all type of
buildings bridge culverts road water retaining structure etc what is more it.

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OPC 53 Grade cement (ACC Smart):

It is produced from high quality clinker ground with high purity gypsum. ACC Grade Porland
cement provides high strength and durability to structure because of its Optimum particular
size distribution, superior crystalline structure and balance phase composition.

OPC 53 Grade Cement

BULK CEMENT:
Yet another first in six-decade history of ACC cement in India has been the introduction of
Bulk cement, an alternative to bagged cement, which of particular advantage to large
consumers of cement.

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PRODUCTION PROCESS:-

what is the cement production process?

The cement production process is also called the cement manufacturing process, cement
making process, directly decide the cement equipment of cement production line, and
investment and production scale.

In general, a full cement production process includes the stone crushing, raw mill process,
clinker process, and cement grinding process, cement packing process, and related process.

The Portland cement manufacturing process is representative of all types of cement.

limestone and clay are the main raw materials of cement making, the cement raw materials.
will be processed into a raw meal by crushing, batching, grinding, feeding raw meal into
cement kiln to make clinker, the clinker, and some mixed materials will be ground together
by cement grinding plant, the finished cement will be done.

Cement raw material preparation: Limestone is main raw materials for cement
manufacturing, and most cement plants are located next to the quarry to reduce the
transportation cost; Using explosion or getter loader to mine raw materials; sending raw
materials to the cement crusher to crush or hammer; crushed raw materials are stored to
prevent from environment and dusting.

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Raw meals: In the raw meal working site, the raw materials are processed by the raw mill
to ensure the high-quality mixing; cement ball mill and cement vertical mill are generally
used in the raw meal process; the finished raw meal are finally sent to the stacker and
reclaimer for storage and further mixing.

Clinker production:

The diameter of the clinker ball must between 0.32 and 5.0cm. There are three steps of the
high-temperature system: Drying or preheating, calcining, and sintering. The calcining is the
core part of the clinker production; the raw meal is weighed and sent into preheater and
cement kiln to process clinker. Grate cooler helps to cooler clinker, the cooled clinker is sent
to the cement silo for storage. After cooling, the linker can be transported on the conveyor
belt and can regenerate up to 30% of its heat. Cooling air from the clinker is fed into the
rotary kiln, which is conducive to fuel combustion. Clinker storage capacity can be based on
the market, and a cement plant usually stores 5-25% of the annual clinker production.

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Cement grinding:

The clinker is taken from the clinker silo and sent to the feed bin where it is mixed with
gypsum and additives before entering the cement grinding plant. In the cement grinding
process, the clinker is ground to a fine powder along with other materials, up to 5% gypsum
or additional anhydrite is added to control the solidification time of the cement. And other
compounds are added, such as compounds used to regulate fluidity or gas content.

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Cement packing and shipping:

Finished cement will be stored in the cement silo, and the cement packing plant will help to
bag it as requested. Cement can be delivered in bulk to the customer in trucks or wagons or
bagged and delivered in standard.

Types of cement production process.

As for the cement production process types, based on different raw meal production
processing, we can divide the cement production process into dry process of cement (include
Semi-dry process of cement) and wet process of cement (include Semi-wet process of
cement).

Dry process of cement

There are two methods to choose, drying and grinding the cement raw materials at the same
time; or dry cement raw materials firstly, then grind them into raw meal. The raw meal will
be sent into cement kiln to calcine clinker.

The semi-dry process of cement also belongs to the dry process of cement, add certain water
into raw meal powder to make raw meat ball, which will be sent into the vertical kiln to
process cement clinker.

The main advantage of dry process cement production is low heat consumption. its
advantages include non-uniformity of raw meal, dusting, high power consumption.

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Wet process of cement

The proportioned raw materials and water are ground into cement raw slurry and sent into
wet process kiln to calcine clinker. The semi-wet process of dehydrating raw slurry, making
raw meal block, and then calcining in the kiln can also be classified as wet-process cement
production. Drying and grinding dehydrated raw materials and send them into recalcine, this
process is generally known as wet grinding dry burning.

It has advantages of easy to homogenize raw meal, uniform composition, high and stable
quality of clinker, low power consumption, less dust. The disadvantages include high energy
consumption of the clinker, low production efficiency, and it tends to be replaced by a new
dry process cement production.

2.6 OWNERSHIP PATTERN

Board Of Directors:
Mr. Karan Adani Chairman (non-Exe. &Ind. Director)

MS. Ameera Shah Ind. Non-Executive Director

Mr. Rajeev Agarwal Ind. Non-Executive Director

Mr. Nitin Shukla Ind. Non-Executive Director

Mr. Vinay Prakash Non-Exe. Non [Link]

Mr. Sandeep Singhi Non-Exe. Non [Link]

Mr. Arun Kumar Anand Non-Exe. Non [Link]

Mr. Ajay Kapur Wholetime Director & CEO

Key Executives:
[Link] Shah Chief Digital Officer

Mr. Vinod Bahety Chief Financial Officer

Mr. Sukuru Ramarao Chief Operating Officer

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2.7 ACHIEVEMENNNTS/AWARDS OF THE COMPANY: -

CSR award: -

Over the years, ACC has been the proud recipient of some of the country's honours. ACC
became the first recipient of India's first ever CSR award which was the National Award for
outstanding performance in promoting rural and agricultural development activities instituted
by ASSOCHAM in 1976. Over the years, there have been many felicitations for
achievements in Rural and community. development, Safety, Health, Tree plantation,
afforestation, clean mining. Environment awareness and protection.

ACC Gold Water Shield Cement: -

ACC Limited, a member of Holcim group, has received the 'Solar Impulse (SI) Efficient
Solution Label for its innovative, low carbon and high quality water-repellent-'ACC Gold
Water Shield Cement".

 National Award for Excellence in Water Management by Confederation of Indian

Industry (CII)
 Outstanding Corporate Vision, Triple Impact Business Performance Social &
Environmental Action and Globalization for 2009-10 from Federation of Indian
Chambers of Commerce and Industry.

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 Asia Pacific Entrepreneurship Award in two categories, Green Leadership and

Community Engagement by Enterprise Asia.

2.8 FUTUREE GROWTH AND PROSPECTS

Cement industries constitute an important segment of the modern industrial economy of

India. Cement is one of the highly capital-intensive industries unlike most other mineral
based industries. Location of cement plants is widely spread throughout the country where
the availability of the basic raw materials like limestone. Limestone concentration is more in
the southern region. One of the most important developments immediately after the
independence was Indian standard specification for Portland cement by the Indian Standard
Institute in 1947. The installed capacity of the industry rose to 2.2 million tonnes per annum.
On partition 5 of the cement producing units went to Pakistan and the total installed capacity
of 18 units that remained in India was 1.5 million tonnes per annum. In 1951 for the first-time
target of the cement production were planned as a part of the first Five-year plans. As a result,
the production of cement increased from 2.69 million to 4 million tonnes. By the end of the
first Five-year plan were about 27 units with a capacity about 5 million tonnes. Presently in
India there are 57 cement companies with total of 120 plants. The total manpower employed
is 135000.

However, cement consumption per capita in our country at about 99-kg/ capita is one of the
lowest. The world average is about 267 kg/capita. While that of China is 450 kg/capita.
Similarly in Japan it is 631 kg/capita while in France it is 447 kg/capita.

Excess capacity and slower-than-expected demand growth have dimmed prospects for a
second hike in Indian cement prices this month, analysts said, dampening hopes that had
driven producers' shares higher. Prices in India's western region, which accounts for the
biggest market, have risen by a modest Rs 4 to Rs 158 per 50 kg bag in the past two weeks.

The rise has not been as much as expected because of oversupply and The big four are Larsen
& Toubro Ltd. Associated Cement Cos, Grasim Industries Ltd and Gujarat Ambuja Cements
Ltd Earlier this month, Merrill Lynch forecast a hike of seven rupees per bag by December
12, followed by another increase 10 days later. Adequate pick-up in demand," said Sanjay
Ladiwala, president of Cement Stockists and Dealers Association of Bombay. Shares in
India's four biggest cement companies rose between 10 and 33 per cent between mid-

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November and their peaks in December in anticipation of a sharp price hike but have since
fallen.

Export

Apart from meeting the entire domestic demand, the industry is also exporting cement and
clinker. The export of cement during 2001-02 and 2003-04 was 5.14 million tonnes and 6.92
million tonnes respectively. Export during April-May, 2003 was 1.35 million tonnes. Major
exporters were Gujarat Ambuja Cements Ltd. and L&T Ltd.

India exported about 8.13 million tonnes of cement and clinker between April-January 2006-
07. The export figures for cement were 3.31 million tonnes and 4.82 million tonnes for
clinker in the same period. The element industry has also been witnessing a spurt in exports.
India exported about 8.13 million tonnes of cement and clinker between April-January 2006-
07. The export figures for cement were 3.31 million tonnes and 4.82 million tonnes for
clinker in the same period.

TECHNOLOGY LEVEL:
The output of cement various type may reach the 200 million tonnes mark by the year 2010
and the growth may be at a faster rate even with a doubling of per capital consumption. It is
therefore necessary that greater attention is paid to the up gradation of technology for
manufacturing different type of cement. In cement manufacturing is one of the fastest,
probably next to the electronics industry. Unless the industry keeps pace with changing
technology, it is very difficult to stay ahead in the present day. Competitive environment in
terms of quality, commercial viability and demanding ecological factors.

At present ninety three percent of the total capacity in the industry is based on modern and
environment-friendly dry process technology and only seven percent of the capacity is based
on old wet and semi-dry process technology. One project for co-generation of power utilizing
waste heat in an Indian cement plant is being implemented with Japanese assistance under
Green Aid Plan.

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CHAPTER 3

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MCKINNEY'S 7S FRAMEWORK AND PORTER'S FIVE

FORCE MODEL

Structure: McKinsey 78 Model

The 7 elements identified in the McKinsey 7s model can be categorized as being hard or soft
in nature. They are identified as:
 Hard Elements
 Soft Elements

Structure: ACC Wadi Cement Works, Wadi has a organization structure that ensures that all
the actions of employee are monitored at every stage. Vice president, who is appointed by the
board, looks after the day-to-day affairs of the company. The work manager who assists the
Vice President, in governing the affairs of the company. The works manager reports to Vice
President. Vice president is responsible for day-to-day affairs of unit plant i.e., all banking,
recruitment, and mining. Also allocates the various duties to the plant managers.
The Department manager is appointed by the president of Sr. Vice
President

Strategy:

The company will continue to maintain leadership in the cement Industry by adding
capacities in strategic markets and in line with market requirements. As logistics constitute a
major component of cost, the company will maintain its focus on better supply chain.

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management for reduction of distribution costs. Similarly, the thrust on effective management
and promotion of the company's power plants will cover about 83% of company's power
requirements and will further bring down the cost of power.

ACC had adopted the Quality improvement strategy.

In this type of marketing strategy the activities are incentives, gifts ete are given to dealers to
induce them to enhance the sale of cement to end users. The marketing activity is not implied
upon end users in this case, the idea is to push the product through the help of the dealers and
other intermediates.

Here the marketing activities are focused on the end users by providing them with gifts,
incentives; mason meet engineers meet, etc. So that demand is created in the market and is
sold to dealers in lieu of demand created in the market by end users.

ACC is in continuous pursuit for excellent cement quality and Consumer satisfaction are
committed to achieve optimum production, sales and distribution of product with improved
technology, less manpower and cost reduction process. One of the important strategies
adapted by the company is

the Quality Emphasis. It is implemented through Quality Assurance department, which

undertakes consistent.

Quality appraisal of product at all stages till the product is dispatched, ensuring that the
product quality is achieved, maintained and improved. This also helps to develop necessary
competence in the department for meeting specific quality requirement.

Skills:

 The Term skill refers to the skills of the organization.

 ACC is known for its quality and advance production skills. ACC gives almost
importance to acquire quality raw material and produce superior finished Cement.
 ACC uses the most advance scientific technique to increase the production of cement.
 The company also adopts world-class techniques in producing cement in its
production plants (ordinary Portland cement type 43, 53 and Portland Puzzling
cement). To attain these goals the company appoints qualified staff in the functional
and operational departments of cement plants. To maintain its public image the
company has obtained IS/ISO 9002 certified cement plants.

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Human Resources Management:

Human Resources Management in the ACC Ltd., Wadi is under the manager – (HR &
ADMN) and the department consists of two Dy. managers i.e., employee welfare (HR&EW)
and security, four Asst managers handling IIR & EW and three Sr. Officer. The HR manager
and his department are responsible for maintaining the statutory requirement as required by
the various legislation's, recruitment, appointment, training, transfers, domestic enquire
disciplinary actions, hospitals affairs etc. Human Resources Management department is under
the control of the manager HR & ADMN.
The manager (HR & ADMN) reports to Sr. Vice President of the unit head. The department
also consists of two Dy. Managers i.e., employee welfare (HR&EW) and security, four Asst
managers handling HR & EW and three Sr. Officer.

Manpower Planning:

The number of permanent and temporary employees required to carry out its activities are
calculated by the HRM department.

Permanent Employees:
1600 people
Contractor Labour:
1200-1400 people
In addition, there are people working as Transporters, Drivers, and Cooks etc.

Recruitment:
Recruitment of workers for conducting the blue collar activities are done from the local
labour market & hired labour contractors on bases of rate contract. Campus visits are also
done to attract prospective to higher level jobs.

Interview and Selection:

Interview and selection is conducted to the position of field Asst managers, technical staff
and other executives of the Company.

Training:

An enterprise like ACC is part of the national community with responsibilities towards a wide
range of institutions and individuals. And the one closest to ACC is its concern to train

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manpower for the cement industry as well as in specialized trades and subjects for various
industries.
The Sumant Moolgaokar Institute (SMEI)-is an eloquent testimony to the ACC commitment
to training. It provides exhaustive training in various trades like electrician, instrument
mechanics, diesel mechanics, fitters, machine tool operators, welders, and foremen in various
disciplines. The institute has turned out a vast number of artisans and foremen who are
manning senior positions in cement and other industries.
ACC's commitment to training and the company's philosophy of sharing expertise by training
manpower for the cement industry as a whole is very well known. It has been substantiated
by an allocation by the World Bank/DANIDA groups of a grant to the Regional Training
Central and eastern India.
A third training institute the Technical and Management Training (TMT) division, located at
RCD-conducts training programs/workshops seminars for officer/managers of the cement and
other industries at its training centre in Thane. Besides this, specially designed executive
development programs are conducted in pleasant internal/external environment for senior,
middle, and junior level management personnel. Programs on specific functional aspects like
computers, safety materials, maintenance, personnel, finance, and marketing management are
conducted in collaboration with the professional and prestigious management institutes.
Apart from external training, internal training for managerial staff, at all levels ensures their
consistent involvement to accompanying changes in society. The analytical skills
development program (ASDP) helps management trainees improve thought processes and
analytical ability in order to uncover and examine problems more effectively. Deputy
Managers are put through a managerial skills development program (MSDP) to instil the
skills required for responsible leadership and analytical business situations.
A management competency development program (MCDP) supports this with niche training
for managers in their respective fields. And the cross functional skills development program
(CFSD) helps broaden their outlook. Finally, the general management course
(GENMANCO), and the strategic leadership development program (SLDP) for senior
managers and vice presidents, respectively, help them to develop responsiveness towards the
current and future challenges by sharpening managerial skills.
TPM total productivity maintenance, for policy pledge, to achieve zero quality complaint,
zero defect and zero down time, clean environment, reduction in cost and higher productivity
with participation of all employees to strengthen ISO-9002 and ISO-14001. The TPM aims at

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involving all the employees of the organization through its 8 pillars of TPM, which is in
vague.
1. Focused improvement.

2. Joshua Hozan (autonomous maintenance)

3. planned maintenances.

4. Early management (M.P. Design)

5. Education and training.

6. Quality maintenance.

7. Administrative and support departments.

8. Safety and environment management.

System:
The term system refers to all rules, regulations & procedures both formal and informal that
complement the organization structure. It includes production planning system, Cost
Accounting procedures, capital budgeting system recruitment, training and development
system.
ACC has ts own standing orders for maintaining discipline among its employees.
The standing orders are applicable to all its employees, including the office staff.
The standing orders contain the rule and procedure to be adopted in case of minor and major
misconduct done by employees. The standing orders are enforced by manager (HR&EW) and
his departmental staff.

Inventory system:
➤ Stores and Dispatch
➤ Raw Material

Account inventory system

➤ Weighted average system

Style
The term style refers to the style of working the reporting relationships, etc ACC Board plays
a pivotal role in ensuring good governance, it style of functioning is democratic and the
members of the board have always had complete freedom to express their opinion on any

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matter and decision are taken on the basis of a consensus arrival at after detailed discussion.
The policies and goals are framed by Board of Director and President of the Company.
In addition, it's also seen that a participate style of working at the managerial level. In the
process of reporting the prescribed channels of communications are followed, the Sr. Officer
report to their respective department manager who is turn reports to the works manager/ Sr.
vice President (unit Head). All the department functions very closely with each other, the Sr.
vice President (unit Head) in consultation with work manager, department managers, Dy.
Manager and Asst Managers to take major decisions regarding the day-to-day management.
Staff:
Staff involves talent management and all human resources related to company decisions. such
as training, recruiting, and rewards system.
Shared Values:
The mission, objectives, and values form the foundation of every organization and play an
important role in aligning all key elements to maintain an effective organizational design.

PORTER’S FIVE FORCES MODEL

Originally developed by Harvard Business School's Michael E. Porter in 1979, the five forces
model looks at five specific factors that determine whether or not a business can be profitable
in relation to other businesses in the industry Porter's five forces include three forces from
'horizontal competition' the threat of substitute products or services, the threat of established
rivals, and the threat of new entrants and two others from 'vertical' competition the bargaining
power of suppliers and the bargaining power of customers.

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CHAPTER 4

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SWOT ANALYSIS OF ACC CEMENT

STRENGTHS:
 Better quality.
 Long association with client.
 Maintains a world class foundation.
 Large appropriation arranges.
 Proper innovative work.
 Strong financing backing.
WEAKNESSES:
 High transportation cost

 Inconsistency of supply

 Lack of awareness programs

 Price sensitivity

OPPORTUNITES:
 Rapid combination with worldwide economy.

 Booming development business in Asia.

 Maintain the position of rivalry in the market.

 ACC Company expands their branches in other states also.

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THREATS:
 Global competition.

 Environment policy.

 Competitions with other cement industry.

 Changes in technology level may affect the company.

 Increase in transportation cost and shortage of coal can also affect to the company

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CHAPTER 5

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ANALYSIS OF FINANCIAL STATEMENT

BALANCE SHEET OF ACC LIMITED:

Balance Sheet of ACC (in

Mar 25 Mar 24 Dec 23 Dec 21
Rs. Cr.) Dec 20

12 mths 12 mths 15 mths 12 mths 12 mths

EQUITIES AND
LIABILITIES

SHAREHOLDER'S
FUNDS

Equity Share Capital 187.99 187.99 187.99 187.99 187.99

Total Share Capital 187.99 187.99 187.99 187.99 187.99

Reserves and Surplus 18,082.94 15,833.96 13,855.01 14,040.44 12,473.45

Total Reserves and

18,082.94 15,833.96 13,855.01 14,040.44 12,473.45
Surplus

Total Shareholders’ Funds 18,270.93 16,021.95 14,043.00 14,228.43 12,661.44

NON-CURRENT
LIABILITIES

Long Term Borrowings 0.00 0.00 0.00 0.00 0.00

Deferred Tax Liabilities

473.26 454.27 433.14 382.74 376.20
[Net]

Other Long-Term Liabilities 436.04 223.76 125.68 101.37 83.98

Long Term Provisions 138.46 149.18 176.26 214.30 213.57

Total Non-Current
1,047.76 827.21 735.08 698.41 673.75
Liabilities

CURRENT LIABILITIES

Short Term Borrowings 0.00 0.00 0.00 0.00 0.00

Trade Payables 1599.54 2,045.31 1,492.16 1,899.21 1,416.30

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Other Current Liabilities 3,990.46 3,993.28 4,128.19 4,077.26 3,358.57

Short Term Provisions 14.28 11.95 10.08 15.70 15.87

Total Current Liabilities 5,604.28 6,050.54 5,630.43 5,992.17 4,790.74

Total Capital And

24,922.97 22,899.70 20,408.51 20,919.01 18,125.93
Liabilities

ASSETS

NON-CURRENT ASSETS

Tangible Assets 9,552.49 9,054.15 7,342.21 6,673.03 6,612.80

Intangible Assets 200.87 173.15 144.08 49.77 45.80

Capital Work-In-Progress 1,615.88 972.03 1,683.05 1,240.75 545.30

Other Assets 0.00 0.00 0.00 0.00 0.00

Fixed Assets 11,369.24 10,199.33 9,169.34 7,963.55 7,203.90

Non-Current Investments 1,283.43 615.38 192.73 192.73 220.63

Deferred Tax Assets [Net] 0.00 0.00 0.00 0.00 0.00

Long Term Loans And

4,67 5.11 4.87 6.08 129.35
Advances

Other Non-Current Assets 3,284.55 2,571.06 2,914.91 2,510.20 2,241.55

Total Non-Current Assets 15,941.89 13,390.88 12,281.85 10,672.56 9,795.43

CURRENT ASSETS

Current Investments 1,458.6 758.69 0.00 0.00 0.00

Inventories 1,895.04 1,842.85 1,623.50 1,273.31 900.47

Trade Receivables 1,171.62 841.23 874.74 489.18 451.53

Cash And Cash Equivalents 1,516.52 1,671.08 286.75 7,404.18 5,891.09

Short Term Loans And

5.33 3.96 6.89 7.46 59.80
Advances

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Other Current Assets 2,934.11 4,391.01 5,334.78 1,072.32 1,027.61

Total Current Assets 8,981.08 9,508.82 8,126.66 10,246.45 8,330.50

Total Assets 24,922.97 22,899.70 20,408.51 20,919.01 18,125.93

OTHER ADDITIONAL
INFORMATION

CONTINGENT
LIABILITIES,
COMMITMENTS

Contingent Liabilities 3,707.19 5,097.84 4,128.16 3,827.46 3,845.87

CIF VALUE OF
IMPORTS

Raw Materials 0.00 0.00 0.00 0.00 0.00

Stores, Spares And Loose

0.00 0.00 0.00 0.00 0.00
Tools

Trade/Other Goods 0.00 0.00 0.00 0.00 0.00

Capital Goods 0.00 0.00 0.00 0.00 0.00

EXPENDITURE IN
FOREIGN EXCHANGE

Expenditure In Foreign
346.62 366.39 1,310.00 473.87 553.22
Currency

REMITTANCES IN
FOREIGN
CURRENCIES FOR
DIVIDENDS

Dividend Remittance In
-- -- -- -- --
Foreign Currency

EARNINGS IN
FOREIGN EXCHANGE

FOB Value Of Goods -- -- -- -- --

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Other Earnings -- -- 1.50 4.19 3.26

BONUS DETAILS

Bonus Equity Share Capital 91.95 91.95 91.95 91.95 91.95

NON-CURRENT
INVESTMENTS

Non-Current Investments
-- -- -- -- --
Quoted Market Value

Non-Current Investments
17.01 18.40 18.40 18.40 8.20
Unquoted Book Value

CURRENT
INVESTMENTS

Current Investments Quoted

-- -- -- -- --
Market Value

Current Investments
-- -- -- -- --
Unquoted Book Value

PROFIT AND LOSS STATEMENT OF ACC LIMITED:

Mar 25 Mar 24 Dec 23 Dec 21 Dec 20

Profit & Loss account of
ACC (in Rs. Cr.)

12 mths 12 mths 15 mths 12 mths 12 mths

INCOME

Revenue From Operations

20,594.27 19,571.00 21,767.29 15,814.40 13,486.83
[Gross]

Less: Excise/Service
0.00 0.00 0.00 0.00 0.00
Tax/Other Levies

Revenue From Operations

20,594.27 19,571.00 21,767.29 15,814.40 13,486.83
[Net]

Total Operating Revenues 21,668.11 19,952.23 22,209.97 16,151.35 13,784.54

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Other Income 1,058.62 491.51 337.18 204.76 203.98

Total Revenue 22,726.73 20,443.74 22,547.15 16,356.11 13,988.52

EXPENSES

Cost Of Materials
7,480.20 7,168.01 9,085.46 5,481.08 4,245.47
Consumed

Purchase Of Stock-In Trade 4,079.73 2,615.81 2,300.95 921.19 696.89

Operating And Direct

4,239.39 4,191.10 5,168.267 3,844. 1 3,431.81
Expenses

Changes In Inventories Of
FG,WIP And Stock-In 149.06 33.87 -193.19 -174.25 142.41
Trade

Employee Benefit Expenses 706.98 733.59 1,036.20 834.02 839.07

Finance Costs 107.96 153.79 77.18 54.63 57.04

Depreciation And
956.21 876.27 835.09 597.28 635.30
Amortisation Expenses

Other Expenses 2,003.40 2,158.90 2,912.17 2,268.65 2,077.76

Total Expenses 19,716.07 17,924.66 21,203.25 13,802.86 12,124.73

Profit/Loss Before
Exceptional,
3,010.66 2,519.08 1,343.90 2,553.25 1,863.79
Extraordinary Items And
Tax

Exceptional Items 134.73 0.00 -161.77 -92.86 -176.01

Profit/Loss Before Tax 3,145.39 2,519.08 1,182.13 2,460.39 1,687.78

Tax Expenses-Continued
Operations

Current Tax 681.35 551.00 272.27 635.41 547.38

Less: MAT Credit

0.00 0.00 0.00 0.00 0.00
Entitlement

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Deferred Tax 30.67 90.26 39.95 4.71 -274.54

Tax For Earlier Years 8.81 -246.42 0.00 0.00 0.00

Total Tax Expenses 720.83 394.84 312.22 640.12 272.84

Profit/Loss After Tax And

Before Extraordinary 2,424.56 2,124.24 869.91 1,820.27 1,414.94
Items

Profit/Loss From
2,424.56 2,124.24 869.91 1,820.27 1,414.94
Continuing Operations

Profit/Loss For The

2,424.56 2,124.24 869.91 1,820.27 1,414.94
Period

OTHER ADDITIONAL
INFORMATION

EARNINGS PER SHARE

Basic EPS (Rs.) 129.11 113.12 46.32 96.93 75.35

Diluted EPS (Rs.) 128.76 112.82 46.20 96.67 75.17

VALUE OF IMPORTED
AND INDIGENIOUS
RAW MATERIALS
STORES, SPARES AND
LOOSE TOOLS

Imported Raw Materials 0.00 0.00 0.00 0.00 0.00

Indigenous Raw Materials 0.00 0.00 0.00 0.00 0.00

STORES, SPARES AND

LOOSE TOOLS

Imported Stores And Spares 0.00 0.00 0.00 0.00 0.00

Indigenous Stores And

0.00 0.00 0.00 0.00 0.00
Spares

DIVIDEND AND
DIVIDEND
PERCENTAGE

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Equity Share Dividend 140.84 173.70 1,089.17 262.90 262.90

Tax On Dividend 0.00 0.00 0.00 0.00 0.00

Equity Dividend Rate (%) 75.00 75.00 93.00 580.00 140.00

CASH FLOW OF ACC

LIMCash Flow of ACC (in Rs.

Mar 25 Mar 24 Dec 23 Dec 21 Dec 20
Cr.)

12 mths 12 mths 15 mths 12 mths 12 mths

Net Profit/Loss Before

3,45.39 2,519.08 1,182.13 2,460.39 1,687.78
Extraordinary Items And Tax

Net Cash Flow From Operating -

1,706.26 2,980.37 2,831.62 2,215.57
Activities 1,238.77

Net Cash Used In Investing - - -

-989.01 -536.59
Activities 1,288.52 1,169.89 4,641.98

Net Cash Used From Financing -

-986.81 -442.29 -330.52 -327.36
Activities 1,237.70

Foreign Exchange Gains / Losses 0.00 0.00 0.00 0.00 0.00

Adjustments On Amalgamation
10.67 2.30 0.06 0.23 0.12
Merger Demerger Others

Net Inc/Dec In Cash And Cash -

-558.40 1,370.49 1,512.32 1,351.74
Equivalents 7,118.39

Cash And Cash Equivalents

1,499.34 128.85 7,247.24 5,734.92 4,383.18
Begin of Year

Cash And Cash Equivalents End

940.94 1,499.34 128.85 7,247.24 5,734.92
Of Year

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RATIO ANALYSIS – ACC LIMITED

1. Current Ratio

Formula:
Current Assets / Current Liabilities

Year Calculation Ratio

Mar 25 8,981.08 / 5,604.28 1.60 : 1
Mar 24 9,508.82 / 6,050.54 1.57 : 1
Dec 23 8,126.66 / 5,630.43 1.44 : 1
Dec 21 10,246.45 / 5,992.17 1.71 : 1
Dec 20 8,330.50 / 4,790.74 1.73 : 1

Analysis and Interpretation

The above table shows that the current ratio of ACC Limited was 1.57:1 in 2024 and
increased to 1.60:1 in 2025. The ideal current ratio is 2:1, but ACC maintains a healthy
liquidity position. The ratio indicates that the company is capable of meeting its short-term
obligations, and the liquidity position is satisfactory.

2. Inventory Turnover Ratio

Formula:
Inventory / Current Assets

Year Calculation Ratio

Mar 25 1,895.04 / 8,981.08 0.21
Mar 24 1,842.85 / 9,508.82 0.19
Dec 23 1,623.50 / 8,126.66 0.20
Dec 21 1,273.31 / 10,246.45 0.12
Dec 20 900.47 / 8,330.50 0.11

Analysis and Interpretation

The inventory turnover ratio shows a gradual increase over the years. In 2025, the ratio is
0.21, indicating improved inventory management. ACC Limited efficiently manages its
inventory, and the performance is satisfactory.

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3. Quick Ratio

Formula:
(Current Assets – Inventory) / Current Liabilities

Year Calculation Ratio

Mar 25 (8,981.08 – 1,895.04) / 5,604.28 1.26 : 1
Mar 24 (9,508.82 – 1,842.85) / 6,050.54 1.27 : 1
Dec 23 (8,126.66 – 1,623.50) / 5,630.43 1.15 : 1
Dec 21 (10,246.45 – 1,273.31) / 5,992.17 1.50 : 1
Dec 20 (8,330.50 – 900.47) / 4,790.74 1.55 : 1

Analysis and Interpretation

The ideal quick ratio is 1:1. ACC Limited’s quick ratio is above the standard in all years.
Although there is a slight decline in recent years, the company maintains a strong liquidity
position and can meet its immediate liabilities comfortably.

4. Net Worth Ratio

Formula:
Shareholders’ Funds / Total Assets

Year Calculation Ratio

Mar 25 18,270.93 / 24,922.97 0.73
Mar 24 16,021.95 / 22,899.70 0.70
Dec 23 14,043.00 / 20,408.51 0.69
Dec 21 14,228.43 / 20,919.01 0.68
Dec 20 12,661.44 / 18,125.93 0.70

Analysis and Interpretation

The net worth ratio shows a steady improvement over the years. In 2025, it reached 0.73,
indicating that a major portion of assets is financed by shareholders’ funds. This reflects a
strong financial structure.

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5. Solvency Ratio

Formula:
Total Assets / Total Liabilities

Year Calculation Ratio

Mar 25 24,922.97 / 6,651.04 3.75

Mar 24 22,899.70 / 6,877.75 3.33

Dec 23 20,408.51 / 6,365.51 3.20

Dec 21 20,919.01 / 6,690.58 3.13

Dec 20 18,125.93 / 5,464.49 3.31

Analysis and Interpretation

The solvency ratio of ACC Limited is consistently high, indicating strong long-term
financial stability. The company is debt-free, which further strengthens its solvency position.

Summary Table of Ratios

Particulars Mar 25 Mar 24 Dec 23 Dec 21 Dec 20
Current Ratio 1.60 1.57 1.44 1.71 1.73
Inventory Turnover Ratio 0.21 0.19 0.20 0.12 0.11
Quick Ratio 1.26 1.27 1.15 1.50 1.55
Net Worth Ratio 0.73 0.70 0.69 0.68 0.70
Solvency Ratio 3.75 3.33 3.20 3.13 3.31

Department of management studies VTU CPGS Kalaburagi Page 48

An Internship On Organization study on ACC Limited

CHAPTER 6

Department of management studies VTU CPGS Kalaburagi Page 49

An Internship On Organization study on ACC Limited

LEARNING EXPERIENCE
During my organizational study at ACC Cement, I gained valuable exposure to real-world
industrial operations and management practices. I developed a clear understanding of the
cement manufacturing process, from raw material extraction and processing to clinker
production, cement grinding, packing, and dispatch. Observing different departments helped
me understand how cross-functional coordination, process planning, and resource
management contribute to efficient production. This experience strengthened my ability to
connect theoretical concepts learned in my MBA program with practical industrial
applications.
In addition to technical knowledge, I learned about workplace discipline, safety standards,
quality control practices, and the importance of operational efficiency in large-scale
manufacturing. Interacting with professionals across departments enhanced my
communication skills and gave me insight into organizational structure and decision-making
processes. Overall, the experience helped me build confidence, improve my professional
understanding of industrial management, and develop a practical perspective that will support
my future career growth.

Department of management studies VTU CPGS Kalaburagi Page 50

An Internship On Organization study on ACC Limited

BIBLIOGRAPHY
TEXT BOOKS:
 Human resource Management-By Subha Rao
 Personal Management by C.B Memoria

WEBSITES:
[Link]
[Link]
[Link]
[Link]

Department of management studies VTU CPGS Kalaburagi Page 51

An Internship On Organization study on ACC Limited

WEEKLY PROGRESS REPORT

ANNEXURE – 1

STUDENT NAME PALLAVI PATIL

USN 3VY24BA064

TITLE OF STUDY An organization study report on ACC

LIMITED WADI CEMENT
ORGANIZATION ACC CEMENT FACTORY WADI

DURATION First week

(Week Start and End Date) (15/9/2025-20/9/2024)
CHAPTERS COVERED Chapter 1& Chapter 2
(During the Week)
DESCRIPTION OF THE Chapter 1
ACVTIVITIES PERFORMED Introduction
Chapter 2
Organization profile
1. Background
2. Nature of business
3. Vision mission, quality policy
4. Workflow model
5. Product/service profile
6. Achievement/awards
7. Future growth and prospects

DATE: Signature of the student

“Reviewed”

Signature of internal guide with date

Department of management studies VTU CPGS Kalaburagi Page 52

An Internship On Organization study on ACC Limited

WEEKLY PROGRESS REPORT

ANNEXURE -2

STUDENT NAME PALLAVI PATIL

USN 3VY24BA064

TITLE OF STUDY An organization study report on ACC

LIMITED WADI CEMENT
ORGANIZATION ACC CEMENT FACTORY WADI

DURATION Second week

(Week Start and End Date) (21/9/2025-27/9/2025)
CHAPTERS COVERED Chapter 3
(During the Week)
DESCRIPTION OF THE Chapter 3
ACVTIVITIES PERFORMED [Link]” s 7S framework
 Threats of New Entrants
 Powers of Buyers
 Powers of Suppliers
 Threats of Substitute
 Competitive Rivalry

DATE: Signature of the student

“Reviewed”

Signature of internal guide with date

Department of management studies VTU CPGS Kalaburagi Page 53

An Internship On Organization study on ACC Limited

WEEKLY PROGRESS REPORT

ANNEXURE -3

STUDENT NAME PALLAVI PATIL

USN 3VY24BA064

TITLE OF STUDY An organization study report on ACC

LIMITED WADI CEMENT
ORGANIZATION ACC CEMENT FACTORY WADI

DURATION Third week

(Week Start and End Date) (28/9/2025-4/10/2025)
CHAPTERS COVERED Chapter 4
(During the Week)
DESCRIPTION OF THE Chapter 4
ACVTIVITIES PERFORMED SWOT Analysis
 Strengths
 Weakness
 Opportunities
 Threats

DATE: Signature of the student

“Reviewed”

Signature of internal guide with date

Department of management studies VTU CPGS Kalaburagi Page 54

An Internship On Organization study on ACC Limited

WEEKLY PROGRESS REPORT

ANNEXURE – 4

STUDENT NAME PALLAVI PATIL

USN 3VY24BA064

TITLE OF STUDY An organization study report on ACC

LIMITED WADI CEMENT
ORGANIZATION ACC CEMENT FACTORY WADI

DURATION Fourth week

(Week Start and End Date) (5/10/2025-11/10/2025)
CHAPTERS COVERED Chapter 5 and chapter 6
(During the Week)
DESCRIPTION OF THE Chapter-5
ACVTIVITIES PERFORMED  Analysis of Financial Statements
Chapter-6
 Learning experience
 Bibliography
 Annexure

DATE: Signature of the student

“Reviewed”

Signature of internal guide with date

Department of management studies VTU CPGS Kalaburagi Page 55